Intermountain Healthcare Corporation 
Intermediate level
Value Stream 2 Systematic Daily Improvement

Creating a culture where improving the work is the work

Wednesday, Oct. 21 Location Code
10:45am-11:45am Jr. Ballroom C/D, 3rd floor WP/26
Highlights

A continuous improvement (CI) method to develop a culture of continuous improvement

Learn the Intermountain Healthcare Continuous Improvement method to develop a culture of CI; see how the four key systems of strategy, deployment, visual management, daily improvement and closed loop management systems apply to every business system, engaging employees to drive world-class results.

Overview

Learn about unique systems for escalation protocols and management standardized work which ensure that management engages at the worksite in real time to coach employee learning and system improvement. Discover a simple suggestion system that builds on ideas, fostering an environment where dozens of ideas are created and implemented daily. Through the Intermountain Continuous Improvement Method, Intermountain Healthcare is saving lives through standardized clinical protocols recognized as best practices nationally. It has implemented 30,000+ employee ideas and has world class engagement ration of 12.6 to 1 as measured by Gallup. Intermountain Healthcare hospitals are among the leaders in the nation in service scores and have over 70 million in documented savings. The company believes a CI culture is the key to transforming health care to ensure sustainability for future generations.

Company

Intermountain Healthcare is a not-for-profit health system based in Salt Lake City, Utah, with 22 hospitals, a broad range of clinics and services, approximately 1,400 employed primary care and secondary care physicians at more than 185 clinics in the Intermountain Medical Group, and an 800-member health insurance plan called SelectHealth. www.intermountainhealthcare.org

Speakers: Bryan Crowell / Tim Pehrson

Bryan Crowell is the AVP of Intermountain Healthcare and former vice president of manufacturing for ATK Armament Systems Group in Clearfield, Utah, and former plant manager at the highest scoring and first 2-time Shingo prize-winning Autoliv Airbag Module Plant in Ogden, Utah. He has led multiple organizations through cultural transformation. With the combination of structure, processes and leadership behaviors, Crowell has demonstrated the ability to engage all team members to drive results. Employees under his leadership and processes have implemented over 500K ideas being recognized as world class throughout industry. Crowell co-authored the Shingo award-winning book, Own the Gap: How to Build a Daily Kaizen Culture. He received a bachelor’s degree in physics from WSU and an MBA from Utah State.

Tim Pehrson is the CEO of the North Region (NR) and the VP of continuous improvement for Intermountain Healthcare. He was an early adopter of lean in health care starting in 2006.  Under Pehrson’s leadership, the NR has seen significant quality, safety, cost and service improvements. McKay-Dee and Logan Regional Hospitals have been recognized by Truven Health Analytics as Top 100 Hospitals eight times between them since 2010. In 2013, McKay-Dee Hospital was recognized by Truven as one of 17 hospitals in the country winning the Everest Award, based on outcomes in both the highest current performance and the fastest long-term improvement over five years. Pehrson received a bachelor's degree from Brigham Young University and a master's degree (MHSA) from the University of Michigan.